Half day open training event held in Mississauga, Ontario.

1. Performance reviews which really
add value
by Toronto Training and HR
October 2013

2. CONTENTS
5-6 Definitions
7-8 Elements of the performance review process
9-10 Uses of performance reviews
11-12 Different approaches to performance reviews
13-14 Preconditions for effective performance reviews
15-16 Collating information
17-18 Preparation
19-22 Qualitative attributes
23-24 Quantitative attributes
25-27 Bias
28-29 Drill
30-31 Headings for work plans
32-33 Engaging the individual being reviewed
34-35 Tricky situations
36-37 Feedback
38-40 Behaviourally-anchored rating scale (BARS)
41-43 Management by Objectives (MBO)
44-45 Other methods
46-47 Steps to follow with performance reviews
48 Case study
49-50 Conclusion and questions
Page 2

3. Page 3
Introduction

4. Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers

5. Page 5
Definitions

6. Definitions
• Performance review
• Performance
• Appraisal
Page 6

7. Page 7
Elements of the
performance review
process

8. Elements of the performance
review process
• Measurement
• Feedback
• Positive reinforcement
• Exchange of views
• Agreement
Page 8

9. Page 9
Uses of performance
reviews

10. Uses of performance reviews
• Developmental
• Administrative
Page 10

11. Page 11
Different approaches to
performance reviews

12. Different approaches to
performance reviews
• Tell and sell
• Tell and listen
• Problem-solving
Page 12

13. Page 13
Preconditions for effective
performance reviews

14. Preconditions for effective
performance reviews
• An open, trusting relationship
between manager and
employee-building trust takes
a lot of time, losing it takes
only a second
• A joint exploration, with the
tone set by using the
employee’s self-review as the
starting point
• A problem finding/
solving/learning approach
instead of a
judgmental, punishment-
oriented approach

15. Page 15
Collating information

16. Collating information
• Objectives
• Competence
• Training
• Actions
Page 16

17. Page 17
Preparation

18. Preparation
• Person reviewing
• Discussion guides
• Person being reviewed
Page 18

19. Page 19
Qualitative attributes

20. Qualitative attributes 1 of 3
• Adaptability to change
• Analytical skills
• Aptitude and competence
• Communication skills
• Creativity
• Decision-making skills
• Dependability and
responsibility
• Initiative in accomplishing
objectives
Page 20

21. Qualitative attributes 2 of 3
• Judgement skills
• Logic skills
• Loyalty to the organization
• Motivation to accomplish
tasks and objectives
• Negotiating skills
• Oral presentation skills
• Persuasion skills
• Problem-solving skills
Page 21

22. Qualitative attributes 3 of 3
• Professionalism, standards
and ethics
• Quality of work
• Sales skills
• Secretarial and clerical skills
• Self-improvement and
learning skills
• Writing skills
Page 22

23. Page 23
Quantitative attributes

24. Quantitative attributes
• Accomplishment of tasks and
objectives
• Accuracy and precision
• Computer skills
• Cost and resources
management
• Knowledge of job and
industry
• Planning and scheduling skills
• Setting objectives
• Technical competence
• Time management

25. Page 25
Bias

26. Bias 1 of 2
• Horns and halos
• Purposeful
• Performance review
• Self
Page 26

27. Bias 2 of 2
AVOIDING COMMON BIASES
• Year-round recording and
feedback
• 360 degree reviews
• Benchmarking
• Adjusted rating scales
• Custom forms
• Monitor
Page 27

28. Page 28
Drill

29. Page 29
Drill

30. Page 30
Headings for work plans

31. Headings for work plans
• Key performance objectives
• Output
• Performance standard
• Performance indicators
• Time
• Resource requirements
• Enabling conditions
• General performance factors
Page 31

32. Page 32
Engaging the individual
being reviewed

33. Engaging the individual being
reviewed
• Use as many open-ended
questions as possible
• Use conversation starters
• Make sure the employee has
read the review before the
official meeting
Page 33

34. Page 34
Tricky situations

35. Tricky situations
• Handling a defensive
subordinate
• Criticizing a subordinate
• Ensuring improved
performance
Page 35

36. Page 36
Feedback

37. Feedback
• Components of a feedback
system
• 360 degree
• Positive and to improve
• Constructive and destructive
• Fearless feedback
Page 37

38. Page 38
Behaviourally-anchored
rating scale (BARS)

39. Behaviourally-anchored rating scale
(BARS) 1 of 2
• Definition
• Developing a BARS
Page 39

40. Behaviourally-anchored rating scale
(BARS) 2 of 2

41. Page 41
Management by
Objectives (MBO)

42. Management by Objectives (MBO)
1 of 2
• Definition
• Key ideas
• Problem areas
Page 42

43. Management by Objectives (MBO)
2 of 2
4. Continuing performance
discussions
3. Setting of objectives
2. Development of
performance standards
1. Job review and
agreement
Page 43

44. Page 44
Other methods

45. Other methods
• Graphic rating scale method
• Alternation ranking method
• Paired comparison method
• Forced distribution method
• Critical incident method
• Narrative forms
• Computerized and web-based
performance review
Page 45

46. Page 46
Steps to follow with
performance reviews

47. Steps to follow with performance
reviews
• Review job responsibilities
and performance objectives
• Collect data
• Write a draft
• Determine ratings
• Set the draft aside; review
and finalize
Page 47

48. Page 48
Case study

49. Page 49
Conclusion and questions

50. Page 50
Conclusion and questions
Summary
Videos
Questions